How we interpret Leadership
The long-term success of organisations sinks or swims depending on the perspectives, attitudes and competences of those who are responsible for the alignment, structure, processes and culture of the organisation. The higher this person is located in the hierarchy, the greater is their impact, the wider the scope of decision and ultimately their importance for the organisation. Consequently, the increasing complexity of this person's responsibilities go hand in hand with a volatile and dynamic environment. Therefore it is of utmost importance to have a certain attitude and competence in order to act in a future oriented manner, as a manager and within the organisation as such. Managers must learn to deal with the unexpected and unanswerable. They must take responsibility and be willing to go out on a limb. This kind of attitude and the necessary competence simply do not evolve automatically just by being promoted to a manager position. They must and can develop themselves through both individual and collective learning.
Our Consulting Spectrum in the Field of Learning Architecture and Leadership Development
„Leaders become great not because of their power but because of their ability to empower others.“ (John Maxwell)
“Learning a set of competences, does not per se make a manager competent.” (Henry Mintzberg)